Innovation is a social and interactive process in which collaboration and exchange of knowledge and information play crucial roles. Two conflicting hypotheses have been raised in previous research: Burt's structural hole hypothesis and the density hypothesis. In brief, the former of these hypotheses builds upon arguments for open network structures in the acquisition of innovation; the latter one builds upon arguments for closed network structures for innovation. To shed some light on this state of confusion, this paper tests these two conflicting hypotheses on two separate measures of innovation in a service industry setting. One innovation measure is more incremental in nature and regards the implementation of employees' ideas. The other innovation measure is more radical in nature and regards new services. Findings suggest that social network measures are, indeed, powerful predictors of innovation and, further, that the impact of these are likely to be radically different depending upon the type and measure of innovation. Consequently, this paper recommends caution when studying the impact of social network measures upon innovation, and that more fine-grained measurements in particular are needed rather than focusing upon inter-relationships of an overly general and superficial nature.

Conclusions about implementing the management concept lean in healthcare are contradictory and longitudinal studies are scarce. In particular, little is known of how working conditions contribute to the sustainability of lean in healthcare. The aim of this article is to identify to what extent lean tools (visual follow-up boards, standardised work, 5S [housekeeping], and value stream mapping [VSM]) promote working conditions for employees and managers in healthcare organisations (outcomes: engagement in development, job satisfaction and exhaustion), while considering the context (i.e., job resources and job demands) and aspects of the implementation process. A longitudinal quantitative study was conducted that involved employees and managers in two hospitals and one municipality (n = 448). Applying the job demands-resources model, multiple linear regression models were used. VSM, standardised work and 5S promoted employees and managers’ working conditions when supported by job resources. When no support was provided, visual follow-up boards were inhibiting employees and managers’ job satisfaction. VSM and standardised work were seen as central lean tools. In this sample, the application of lean cannot be considered sustainable as employees and managers’ working conditions deteriorated under the implementation of lean.

Lean is a management concept that has been implemented in different sectors. This study expands upon lean tools and innovation enabling job resources. Three public sector entities in Sweden participated in a longitudinal quantitative study. Idea generation and idea implementation, as individual innovation, were analyzed. 5S and value stream mapping facilitated employee individual innovation. Hence, these lean tools are considered job resources for such innovation in the initial phase of implementing lean. After controlling for the lean context, job resources and job demands, visual follow‐up boards and standardized work had no significant influence upon individual innovation, while development resources and information as participation promoted individual innovation. These results add to the knowledge of methods and resources promoting individual innovation when initiating a lean implementation.

PurposeThere is a lack of studies investigating the role of the structural configuration of social capital – more specifically, structural holes – for employees' individual learning. The objective of this paper is to address this gap in the literature, ultimately enhancing understanding of the link between the structural configuration of social capital and individual learning.Design/methodology/approachAn online questionnaire survey was administered to employees affiliated to 22 pharmacies in Sweden to gather attributional and relational data on the individual level. Social network analysis techniques were used to describe salient structural characteristics of individuals' social capital. The impact of social capital on individual learning was explored through ordinal logistic regression models based on maximum likelihood estimations.FindingsThe presence of structural holes initially increases the degree of individual learning, then reaches a maximum and begins to gradually decrease.Practical implicationsThe results of the study provide valuable input for the development and management of networks within firms, in order to improve learning and innovation. In addition, given the close proximity between learning, as conceptualized in this study, and other job attitudes, human resource management practices in general could benefit greatly from the results.Originality/valueIn this paper, the authors focus on the structural configuration of social capital, more specifically structural holes, and its inter‐relationship with learning. Although prior literature has analyzed various beneficial effects of social capital, this study is the first of its kind to investigate the role of the structural configuration of the social capital for employees' individual learning.

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